Public Administration – AFSCME Information Highwayhttp://www.afscmeinfocenter.org
Resources brought to you by the library at the American Federation of State, County, & Municipal EmployeesThu, 17 Aug 2017 17:52:23 +0000en-UShourly1https://wordpress.org/?v=4.7.5124494356Why Is Government One of the Worst Industries for Equal Pay?http://www.afscmeinfocenter.org/blog/2017/05/why-is-government-one-of-the-worst-industries-for-equal-pay.htm
Thu, 18 May 2017 21:17:37 +0000http://www.afscmeinfocenter.org/?p=42255Source: Katherine Barrett & Richard Greene, Governing, May 18, 2017 Women working in public administration make, on average, 25 percent — or $16,900 — less than men. Related: Unions help narrow the gender wage gap Source: Elise Gould and Celine McNichols, Economic Policy Institute, Working Economics Blog, April 3, 2017 ….One promising way to address […]

….One promising way to address both gender-specific disparities and the broken link between all typical workers’ pay and economy-wide productivity growth is through the resuscitation of collective bargaining. Unions have been proven to provide women with higher wages and better benefits. As shown in the figure below, working women in unions are paid 94 cents, on average, for every dollar paid to unionized working men, compared to 78 cents on the dollar for non-union women as a share of non-union men’s dollar. Furthermore, hourly wages for women represented by unions are 23 percent higher than for nonunionized women. Unions provide a boost to women regardless of their race or ethnicity. The gender wage gap is significantly smaller among both white and black unionized workers than their non-union counterparts. Unionized workers are also more likely to have access to various kinds of paid leave, from paid sick days, vacations, and holidays to paid family and medical leave, enabling them to balance work and family obligations…..

]]>42255States Struggle to Close Their Own Gender Pay Gapshttp://www.afscmeinfocenter.org/blog/2017/02/states-struggle-to-close-their-own-gender-pay-gaps.htm
Fri, 17 Feb 2017 19:01:46 +0000http://www.afscmeinfocenter.org/?p=41616Source: Teresa Wiltz, Stateline, February 17, 2017 California has the most stringent equal pay laws in the nation. But among its own workers, the state is still struggling to close the pay gap between men and women. Women who work for the state earn 79 cents for every dollar that men earn, according to a […]

California has the most stringent equal pay laws in the nation. But among its own workers, the state is still struggling to close the pay gap between men and women.

Women who work for the state earn 79 cents for every dollar that men earn, according to a 2014 report by the California Department of Human Resources. That’s a wider gap than that faced by women who work in the private sector or for the federal government in the state.

California isn’t alone. While nationwide data is not available, male state workers earn more than their female counterparts in many states, including Idaho, Maryland and Texas.

An assessment last year by the online salary data firm PayScale listed the gender pay gap in public administration the fourth-highest among 21 professions and industries across the economy, with women making less than 75 percent of what men make — an average of $16,900 less. The gap in public administration trailed only finance and insurance, professional services and mining.

Many cities, including Alexandria, Virginia, New Orleans and Sacramento, have spotted the gap and tried to address it, just as some states have…..

]]>41616What everyone should know about their state’s budgethttp://www.afscmeinfocenter.org/blog/2017/01/what-everyone-should-know-about-their-states-budget.htm
Mon, 30 Jan 2017 21:59:50 +0000http://www.afscmeinfocenter.org/?p=41527Source: Urban Institute, 2017 [tool was funded by the Laura and John Arnold Foundation] State and local governments educate schoolchildren, train the future workforce, care for the sick and elderly, build roads, patrol neighborhoods, extinguish fires, and maintain parks. In short, they’re pretty important. But few Americans understand where their state and local tax dollars […]

State and local governments educate schoolchildren, train the future workforce, care for the sick and elderly, build roads, patrol neighborhoods, extinguish fires, and maintain parks. In short, they’re pretty important. But few Americans understand where their state and local tax dollars go and to what effect. It’s not just the amount of money spent that matters, it’s why that money is spent the way it is.

Through this web tool, we aim to fill that knowledge gap. The tool allows users to get under the hood of their government and understand not only how much a state spends but also what drives that spending.

To do this, we apply a basic framework to all major areas of government spending. The framework says that state spending per capita is both a function of how many people receive a service and how much that service costs the state for each recipient. ….

…In this tool, you’ll see the spending per capita breakdown for all states and the District of Columbia across all major functional categories. It allows you to see how each state ranks, and you can sort by any factor you choose. (One frequent outlier is DC; though included in the rankings, it often functions more like a city than a state) We’ve included some annotations to guide you along the way. By exploring the tool, you’ll gain a sense of how much each state spends on any given area and why states spend what they do. ….

]]>41527Experts, Amateurs, and Bureaucratic Influence in the American Stateshttp://www.afscmeinfocenter.org/blog/2016/08/experts-amateurs-and-bureaucratic-influence-in-the-american-states.htm
Mon, 29 Aug 2016 16:20:40 +0000http://www.afscmeinfocenter.org/?p=40308Source: Graeme T. Boushey and Robert J. McGrath, Journal of Public Admin Research and Theory, Advance Access, First published online: August 27, 2016 (subscription required) From the abstract: Over the past century, the size and reach of American state governments has increased dramatically, altering the balance of power across state capitols. Although state legislatures were […]

From the abstract:
Over the past century, the size and reach of American state governments has increased dramatically, altering the balance of power across state capitols. Although state legislatures were historically privileged as “firsts among equals,” modern administrative reforms have transformed state governments from legislative-centric to executive-dominated systems. In many states, part-time citizen legislatures now operate alongside fully professionalized executives. We introduce a new measure capturing the relative professionalism of state legislative and executive branches, allowing us to explore the policy consequences of the rising imbalance of power across states governments. Drawing upon a large panel data set of proposed and adopted state regulations from 1990 through 2010, we demonstrate that the eroding policy expertise of state legislators has resulted in increased bureaucratic participation in the policy process, as amateur politicians rely more heavily on professionalized executive agencies to define problems and develop solutions. Our findings highlight intuitive, yet understudied, consequences of common institutional reforms and speak to recent and recurring debates about the separation of powers and public policymaking.

An ergonomics evaluation study was conducted for Insurance Services – Support Services within Washington State Department of Labor and Industries. The objectives ofthe study were:
1) To identify ergonomic risk factors that may be associated with updated technologies that the existing guidelines might not take into account.
2) To measure physical exposures to workers from current tasks and office equipment, and compare with historical trends

….The results showed that workers spent a slightly more time on computers than 7 years ago, with an additional increase of other tasks at the desk. The employees were at their desk, sitting or standing, for about 74% of the time, and 44% of the work shift was spent for data entry in the current study. In comparison, 80% time at desk (performing data entry and other desk tasks) and 60% for data entry in the 1991 study…..

]]>40082How you buy affects what you get: Technology acquisition by state governmentshttp://www.afscmeinfocenter.org/blog/2016/06/how-you-buy-affects-what-you-get-technology-acquisition-by-state-governments.htm
Wed, 29 Jun 2016 19:31:13 +0000http://www.afscmeinfocenter.org/?p=39557Source: Kawika Pierson, Fred Thompson, Government Information Quarterly, In Press – Corrected Proof, Available online June 24, 2016 (subscription required) From the abstract: Research suggests that governments should rely on standardized information technology solutions rather than custom built ones. We find that, for many categories of taxes, states that have contracted out the development of […]

From the abstract:
Research suggests that governments should rely on standardized information technology solutions rather than custom built ones. We find that, for many categories of taxes, states that have contracted out the development of their tax-processing systems to providers offering standardized solutions see statistically and economically significant increases in collections relative to states that have not. We find no evidence that financial administration expenditures increase for these states. At the same time, there are several categories of taxes where we do not find a positive impact. We reconcile these findings by developing a qualitative argument that standardized solutions in tax administration may be most effective for the types of taxes that are the most difficult to enforce.

Highlights
• Leverages a natural experiment to test government IT acquisition strategies.
• Uses tax collection as an objective outcome measure.
• Compares governments that adopt more standardized solutions with those that do not.
• Governments with standardized solutions show significantly higher tax collections.
• Collection improvements seem more likely in taxes that are harder to enforce.

]]>39557Stronger together​: What’s driving the government co-op markethttp://www.afscmeinfocenter.org/blog/2016/06/stronger-together%e2%80%8b-whats-driving-the-government-co-op-market.htm
Tue, 21 Jun 2016 21:28:53 +0000http://www.afscmeinfocenter.org/?p=39442Source: Derek Prall, American City and County, June 7, 2016 Government Co-ops – it’s a term many city and county officials have heard, but few outside of the public procurement profession really understand intimately. And while it may not be important for every government worker’s day-to-day job, billions of dollars pass through these organizations annually. […]

Government Co-ops – it’s a term many city and county officials have heard, but few outside of the public procurement profession really understand intimately. And while it may not be important for every government worker’s day-to-day job, billions of dollars pass through these organizations annually. Knowing how and why these entities work will only grow in importance as they become more popular. So what are government co-ops, how do they function, and how are they impacting the way governments deliver goods and services?…

]]>39442The Causes, Costs and Consequences of Bad Government Datahttp://www.afscmeinfocenter.org/blog/2015/08/the-causes-costs-and-consequences-of-bad-government-data-2.htm
Tue, 18 Aug 2015 20:58:44 +0000http://www.afscmeinfocenter.org/?p=36473Source: Katherine Barrett & Richard Greene, Governing, Vol. 28 no. 10, July 2015 States and localities are embracing the promise of big data. But just how good is the information they’re collecting in the first place?

]]>36473Alone in the back office: the isolation of those who care to support public serviceshttp://www.afscmeinfocenter.org/blog/2015/07/alone-in-the-back-office-the-isolation-of-those-who-care-to-support-public-services-2.htm
Thu, 16 Jul 2015 22:31:16 +0000http://www.afscmeinfocenter.org/?p=36181Source: Clare Butler, Anne Marie Doherty, Jocelyn Finniear, Stephen HillWork Employment & Society, Vol. 29 no. 4, August 2015 (subscription required) From the abstract: Prior research suggests that it is through providing direct support to citizens that public servants gain a source of meaning in their work; and affirm their public service identities. This article […]

From the abstract:
Prior research suggests that it is through providing direct support to citizens that public servants gain a source of meaning in their work; and affirm their public service identities. This article explores how employees who work in a public service support function and receive little, if any, direct feedback from citizens may maintain their public service identity during their back office work. The study finds, against much previous empirical research, that these back office employees achieve positive identity affirmation through bureaucratic work. The findings also show that they affirm their caring and community focused public service identity by noting their superiority in this regard when compared with colleagues. However, this augmented self-narrative results in many experiencing feelings of isolation. The article discusses how these findings extend the understanding of identity affirmation among back office public servants and may improve our ability to effectively support these workers.

]]>36181The Causes, Costs and Consequences of Bad Government Datahttp://www.afscmeinfocenter.org/blog/2015/07/the-causes-costs-and-consequences-of-bad-government-data.htm
Tue, 07 Jul 2015 22:39:37 +0000http://www.afscmeinfocenter.org/?p=36066Source: Katherine Barrett & Richard Greene, Governing, June 24, 2015 States and localities are embracing the promise of big data. But just how good is the information they’re collecting in the first place?

]]>36066Coping During Public Service Delivery: A Conceptualization and Systematic Review of the Literaturehttp://www.afscmeinfocenter.org/blog/2015/01/coping-during-public-service-delivery-a-conceptualization-and-systematic-review-of-the-literature.htm
Wed, 21 Jan 2015 17:52:39 +0000http://www.afscmeinfocenter.org/?p=34451Source: Lars L. G. Tummers, Victor Bekkers, Evelien Vink and Michael Musheno, Journal of Public Administration Research and Theory, Advance Access, January 12, 2015 (subscription required) From the abstract: Frontline workers, such as teachers and social workers, often experience stress when delivering public services to clients, for instance because of high workloads. They adapt by […]

From the abstract:
Frontline workers, such as teachers and social workers, often experience stress when delivering public services to clients, for instance because of high workloads. They adapt by coping, using such practices as breaking or bending rules for clients, or rationing services. Although coping is recognized as an important response to the problems of frontline work, the public administration field lacks a comprehensive view of coping. The first contribution of this article is therefore theoretical: conceptualizing coping during public service delivery and developing a coherent classification of coping. This is done via a systematic review of the literature from 1981 to 2014. The second contribution is empirical: via a systematic review of the literature from 1981–2014 this article provides a framework and analytical account of how coping during public service delivery has been studied since 1980. It highlights the importance of the type of profession (such as being a teacher or a police officer), the amount of workload, and the degree of discretion for understanding how frontline workers cope with stress. It also reveals that frontline workers often draw on the coping family “moving towards clients” revealing a strong tendency to provide meaningful public service to clients, even under stressful conditions. We conclude with an agenda for future studies, examining new theoretical, methodological and empirical opportunities to advance understanding of coping during public service delivery.

]]>33489Workplace psychosocial factors associated with hypertension in the U.S. workforce: A cross-sectional study based on the 2010 National Health Interview Surveyhttp://www.afscmeinfocenter.org/blog/2014/08/workplace-psychosocial-factors-associated-with-hypertension-in-the-u-s-workforce-a-cross-sectional-study-based-on-the-2010-national-health-interview-survey.htm
Mon, 18 Aug 2014 20:57:14 +0000http://www.afscmeinfocenter.org/?p=32877Source: Harpriya Kaur, Sara E. Luckhaupt, Jia Li, Toni Alterman and Geoffrey M. Calvert, American Journal of Industrial Medicine, Volume 57 Issue 9, September 2014 (subscription required) From the abstract: Objective: To explore associations between self-reported hypertension and workplace psychosocial factors that are common among U.S. workers and to identify industries and occupations (I&Os) that […]

From the abstract:
Objective: To explore associations between self-reported hypertension and workplace psychosocial factors that are common among U.S. workers and to identify industries and occupations (I&Os) that are associated with a high prevalence of hypertension, even after adjustment for common known risk factors. …

Results:
Job insecurity and hostile work environment were significantly associated with hypertension. Hypertension prevalence was significantly elevated among those employed in Healthcare Support occupations and Public Administration industries.

Conclusion:
Addressing hostile work environments and the stress associated with job insecurity may improve workers’ health. Other occupational factors that contribute to the variation in prevalence of hypertension by I&O should be sought. …

]]>32877The Relationship Between Short-Term Political Appointments and Bureaucratic Performance: The Case of Recess Appointments in the United Stateshttp://www.afscmeinfocenter.org/blog/2014/08/the-relationship-between-short-term-political-appointments-and-bureaucratic-performance-the-case-of-recess-appointments-in-the-united-states.htm
Mon, 18 Aug 2014 17:55:18 +0000http://www.afscmeinfocenter.org/?p=32867Source: Susan M. Miller, Journal of Public Administration Research and Theory, First published online: August 11, 2014 (subscription required) From the abstract: Within the bureaucratic performance literature, a growing body of work focuses on the relationship between the character of an administrator’s selection—career administrators versus different types of appointees—and bureaucratic performance, finding that programs managed […]

From the abstract:
Within the bureaucratic performance literature, a growing body of work focuses on the relationship between the character of an administrator’s selection—career administrators versus different types of appointees—and bureaucratic performance, finding that programs managed by political appointees are associated with lower performance scores than programs managed by career professionals. One aspect of administrators’ selection that has not been considered in connection with bureaucratic performance is whether the appointee was installed via recess appointment. Because their limited and uncertain tenures may cause administrative problems and because the unilateral nature of their selection may lead executives to prioritize other characteristics over competency, I theorize that recess appointees will be associated with lower program performance than non-recess appointees and careerists. Using Program Assessment Rating Tool scores from the George W. Bush administration, I find support for this expectation. This article contributes to our understanding of the ways in which staffing through recess appointments may shape government administration.

]]>32867A Cascade of Failures: Why Government Fails, and How to Stop Ithttp://www.afscmeinfocenter.org/blog/2014/07/a-cascade-of-failures-why-government-fails-and-how-to-stop-it.htm
Tue, 15 Jul 2014 15:00:35 +0000http://www.afscmeinfocenter.org/?p=32529Source: Paul C. Light, Brooking Institution, Strengthening American Democracy, Number 93 of 94, July 2014 From the summary: In this research paper, Paul C. Light writes that the “first step in preventing future failures is to find a reasonable set of past failures that might yield lessons for repair.” To meet this goal, Light asks […]

From the summary:
In this research paper, Paul C. Light writes that the “first step in preventing future failures is to find a reasonable set of past failures that might yield lessons for repair.” To meet this goal, Light asks four key questions about past federal government failures: (1) where did government fail, (2) why did government fail, (3) who caused the failures, and (4) what can be done to fix the underlying problems?…

….The cascade of failures described in this paper parallels other trends over the past three decades, including the steady aging of the federal government’s infrastructure and workforce; growing dependence on contractors; ever-thickening hierarchy; dwindling funds, staffing, and collateral capacity, such as information technology and accounting systems; increasing frustration with poorly drafted policy; presidential disengagement; and political posturing. These trends help explain much of the cascade, although it remains to be seen what might have sparked the patterns in the first place. It could be that bureaucracies are inherently vulnerable to failure regardless of funding, hierarchy, dependencies, and public angst toward big organizations of any kind. It could also be that the cascade reflects errors of omission and commission by Congress and the president, and the flood of what Alexander Hamilton called the “deadly adversaries” of government: cabal, intrigue, and corruption. ….

…More than 175 participants from non-profit and government organizations responded to the survey, as did 190 participants from private, for-profit companies. Because of the large response from the sectors surveyed, 2 separate reports have been published: this report, “Incentive Pay Practices Survey: Non-Profit/Government Organizations,” and “Incentive Pay Practices Survey: Privately Held Companies.” …

… U.S. non-profit and government organizations continue to use short-term cash incentives to motivate and reward employees, and to compete for talent, according to the 2013 Vivient Consulting and WorldatWork survey, “Incentive Pay Practices Survey: Privately Held Companies. … In 2013, 78% of non-profit and government organizations reported using short-term incentives (STIs), while 16% reported using long-term incentives (LTIs)…. Of the non-profit and government respondents, 76% are non-profits, such as charitable and education organizations. The remaining 24% of respondents are public-sector organizations, such as state, local and federal government entities. The most common industries represented in the survey are health care and social assistance (46%); educational services (14%); and public administration (10%)….

Instead of looking for better results through data analytics, new technology or paid consultants, Denver looks to its own employees for simple, straightforward reforms. …

…In Denver city government, this is what an innovator looks like: White-haired, dressed in light blue scrubs and wearing a pair of sneakers, Tara Morse works as an animal care supervisor. Each day, she conducts about a dozen examinations of new dogs and cats that arrive at the Denver Animal Shelter. Not long ago, Morse came up with a simple idea to save her agency about $75,000 a year.

When pets get reclaimed by their owners, they’re usually collected in fewer than 15 days. After that, the owners rarely turn up. Yet city and county policy dictated that the agency hold animals for 30 days before trying to place them in another home. The longer they stayed, the more their health deteriorated. And as their health worsened, their chances of being adopted dropped as well. Morse recommended a new policy of 15 days. The result was just what Morse had predicted: cheaper, more effective care.

Morse was putting to use skills she learned at the Denver Peak Academy, a city-run training program, housed within the mayor’s budget office, that teaches municipal employees analytical methods to improve their daily work. Graduates apply those lessons toward improvements within their home agencies….

Cities throughout the country are creating offices tasked with spurring innovation. But the Peak Academy represents a different strain. Instead of looking for better results through data analytics, new technology or paid consultants, Denver is turning to its ground-level employees for simple, straightforward reforms. More than a suggestion box, the academy provides a structured ongoing process for soliciting new ideas and making sure they happen….

]]>30761Negotiation. Lost art or core competency?http://www.afscmeinfocenter.org/blog/2013/12/negotiation-lost-art-or-core-competency.htm
Thu, 19 Dec 2013 18:23:19 +0000http://www.afscmeinfocenter.org/?p=30110Source: NIGP: The Institute for Public Procurement, 2013 Negotiation is a valuable skill for procurement professionals. Negotiation is a standard method of contracting in federal, state and local government procurement. Although the internet facilitates research and fact finding that supports the formulation of sound negotiating positions, the negotiation process itself is a proven method for […]

Negotiation is a valuable skill for procurement professionals. Negotiation is a standard method of contracting in federal, state and local government procurement. Although the internet facilitates research and fact finding that supports the formulation of sound negotiating positions, the negotiation process itself is a proven method for arriving at best value sourcing outcomes.

Procurement professionals need to know how to prepare and plan for negotiation in order to achieve win-win solutions. Skilled negotiation can improve outcomes for the government. Improved pricing is just one potential benefit. Negotiation can improve the overall combination of quality, service and other elements required for successfully meeting the organization’s requirements.

]]>301102012 NIGP Compensation Reporthttp://www.afscmeinfocenter.org/blog/2013/12/2012-nigp-compensation-report.htm
Wed, 04 Dec 2013 17:42:05 +0000http://www.afscmeinfocenter.org/?p=29895Source: NIGP: The Institute for Public Procurement and Public Procurement Research Center (PPRC), 2013 Understanding the developments in compensation structures within any profession is critical when constructing a strategic framework for the field’s future. The significant changes in the nature of governance of the last decade have imposed additional and increasingly more complex demands on […]

Understanding the developments in compensation structures within any profession is critical when constructing a strategic framework for the field’s future. The significant changes in the nature of governance of the last decade have imposed additional and increasingly more complex demands on public procurement specialists. Whether these increased demands are reflected in the levels of compensation could in large part dictate the pool of talent that local and federal governments will have available in terms of selecting their workforce. The research presented here is part of the popular Public Procurement Compensation Series and investigates, from an organizational perspective, the most recent compensation levels within the profession. The two-fold purpose of this research is to offer a snap shot of the compensation levels across several dimensions and to provide practice-driven and useful compensation benchmarks. …

… A total of 319 American and Canadian agencies have participated in this edition of the survey. Based on their responses three primary trends were identified. First, bonuses have not been a prevalent part of compensation in 2011 or 2012; however, in 2012 agencies were more likely to offer bonuses to their employees. Second, after an accentuated dip from 2008 – 2010, salaries for most positions have been experiencing a recovering trend. Outside a small number of exceptions, reported compensation levels have not reached their previous peaks. Finally, a large proportion of agencies are asking their procurement specialists to work overtime without additional pay…

]]>29895Coordinating Foster Care Across the 3 Branches of Governmenthttp://www.afscmeinfocenter.org/blog/2013/11/coordinating-foster-care-across-the-3-branches-of-government.htm
Thu, 14 Nov 2013 19:25:50 +0000http://www.afscmeinfocenter.org/?p=29619Source: Jonathan Walters, Governing, November 12, 2013 A new initiative in about a dozen states plans to improve the coordination of child services between the administrative, legislative and judicial branches.

]]>29619From “Reinventing Government” to “Moneyball Government”http://www.afscmeinfocenter.org/blog/2013/09/from-reinventing-government-to-moneyball-government.htm
Tue, 10 Sep 2013 21:23:14 +0000http://www.afscmeinfocenter.org/?p=32143Source: John M. Kamensky, PA Times, Vol. 36 no. 3, July/August/September 2013 (subscription required) …This reform trend is the heart of what academics call “evidence-based government.” There are initiatives both inside and outside the federal government to use performance data, evidence and program evaluation to reframe budget and program decisions in ways that reflect the […]

…This reform trend is the heart of what academics call “evidence-based government.” There are initiatives both inside and outside the federal government to use performance data, evidence and program evaluation to reframe budget and program decisions in ways that reflect the value being created, not just the dollars being spent…

]]>32143Does a Partnership Need Partners? Assessing Partnerships for Critical Infrastructure Protectionhttp://www.afscmeinfocenter.org/blog/2013/07/does-a-partnership-need-partners-assessing-partnerships-for-critical-infrastructure-protection.htm
Tue, 23 Jul 2013 15:07:42 +0000http://www.afscmeinfocenter.org/?p=28799Source: Chris Koski, American Review of Public Administration, Published online before print July 22, 2013 (subscription required) From the abstract: The Department of Homeland Security (DHS) has used a partnership planning model of implementation to address the protection of critical infrastructure and key resources (CIKR). The partnership relies upon existing regulators and operators to secure […]

From the abstract:
The Department of Homeland Security (DHS) has used a partnership planning model of implementation to address the protection of critical infrastructure and key resources (CIKR). The partnership relies upon existing regulators and operators to secure CIKR with little ability of DHS to compel action. Instead, the Department of Homeland Security acts to define and draw attention to tasks related critical infrastructure protection. This article analyzes Government Accountability Office reports to characterize variations in success of the partnership by assessing the extent to which DHS has addressed key components of partnership planning: creating a structure that encourages collaboration, establishing trust across partners, monitoring partners’ performance, attending to differences in partners’ organizational culture, identifying and leveraging existing relationships among partners, and instilling a sense of a common mission in the partnership. The findings underscore the limitations of partnership approaches in addressing complex problems that lack strong leadership and clear policy goals.

]]>28799When do I use cooperative purchasing? Experts weigh in on when to co-ophttp://www.afscmeinfocenter.org/blog/2013/07/when-do-i-use-cooperative-purchasing-experts-weigh-in-on-when-to-co-op.htm
Thu, 11 Jul 2013 17:40:55 +0000http://www.afscmeinfocenter.org/?p=28629Source: NIGP contributors, American City and County, July 8, 2013 Cooperative procurement is a proven, effective model for saving taxpayer dollars and a viable alternative to conventional, independent procurement processes. However, cooperative solutions are used to meet specific needs, have limitations and may not be appropriate in every circumstance. Also, the buyer must ensure cooperative […]

Cooperative procurement is a proven, effective model for saving taxpayer dollars and a viable alternative to conventional, independent procurement processes. However, cooperative solutions are used to meet specific needs, have limitations and may not be appropriate in every circumstance.

Also, the buyer must ensure cooperative solutions are employed consistent with local legislation, competitive requirements and using the broadest possible participation of all vendor types….

]]>28629Assessing the Effects of Organizational Resources on Public Agency Performance: Evidence from the US Federal Governmenthttp://www.afscmeinfocenter.org/blog/2013/07/assessing-the-effects-of-organizational-resources-on-public-agency-performance-evidence-from-the-us-federal-government.htm
Wed, 10 Jul 2013 16:19:59 +0000http://www.afscmeinfocenter.org/?p=28615Source: Soo-Young Lee and Andrew B. Whitford, Journal of Public Administration Research and Theory, Volume 23, Issue 3, July 2013 (subscription required) From the abstract: We assess the usefulness of a theory of organizations, the Resource-Based View, for the study of public agencies. We examine the differential impacts of an array of organizational resources (administrative, […]

From the abstract:
We assess the usefulness of a theory of organizations, the Resource-Based View, for the study of public agencies. We examine the differential impacts of an array of organizational resources (administrative, human, financial, physical, political, and reputation resources) on a core measure of federal agency effectiveness. Our analysis shows that certain types of resources have positive impacts on agency effectiveness, such as administrative (number of members in top governing structure), personnel (the level of professionalization of its employees), financial (spending authority from offsetting collections), and political (presidential attention and the agency’s public reputation), although certain other resources have negative impacts. Our study shows that strategic knowledge about resources can enhance understanding of agency performance.

]]>28615GovCloud: The future of government workhttp://www.afscmeinfocenter.org/blog/2012/08/govcloud-the-future-of-government-work.htm
http://www.afscmeinfocenter.org/blog/2012/08/govcloud-the-future-of-government-work.htm#respondWed, 15 Aug 2012 21:37:41 +0000http://www.afscmeinfocenter.org/2012/08/govcloud-the-future-of-government-work.htmSource: Charlie Tierney, Steve Cottle, Katie Jorgensen, Deloitte, 2012 From the summary: The way we work is changing. While government work is becoming increasingly complex, the public sector workforce structure, designed for the clerks of the 1950s, remains relatively unchanged....

From the summary:
The way we work is changing. While government work is becoming increasingly complex, the public sector workforce structure, designed for the clerks of the 1950s, remains relatively unchanged. Moreover, when changes are made, they tend to be reactive, creating new, permanent structures that look a lot like the old ones. Given the well-documented budgetary pressures and burgeoning debt in countries around the globe, the status quo of simply adding layers of government agencies is unsustainable.

How, then, can governments change to meet future work trends? Creating an adaptable government workforce would require providing an unprecedented degree of flexibility. To accomplish this, we could draw from a game-changing concept in the technology world: cloud computing. Major organizations and small startups alike increase their flexibility by sharing storage space, information, and resources in a “cloud”. Why not move beyond computing and apply the cloud model to the workforce? A cloud-based government workforce, or GovCloud, could comprise employees who undertake creative, problem-focused work. Rather than existing in any single agency, these workers could reside in the cloud, making them truly government-wide employees. Cloud teams could be directed by thinner agencies than those that exist today. Agencies and cloud teams could be supported by government-wide shared services that prevent the establishment of new, permanent structures by assisting with ongoing, routine work.

This report details trends in work and technology that offer significant opportunities for improving the efficiency and effectiveness of the government workforce. It outlines the GovCloud model and includes a tool to determine cloud eligibility as well as some future scenarios illustrating the cloud in action. Learn how GovCloud can change the face of public sector work, allowing governments to move beyond the workforce structure of yesterday in order to confront the challenges of tomorrow.

Research on rater race effects does not support claims that White supervisors rate Whites higher and Black supervisors rate Blacks higher. Generally, all raters rate Whites higher and Blacks lower, as predicted by the data on objective performance and ODB. Consistently, the Black-White ratings gap is narrower when raters’ subjective ratings substitute for or are combined with, objective performance measures.

Finally, the paper proposes a practical stepwise approach for applying recent research findings to allegations of rater racial bias in federal and other public agencies.

]]>http://www.afscmeinfocenter.org/blog/2012/06/reconsidering-the-black-white-disparity-in-federal-performance-ratings.htm/feed025823Cities Aim to Slash 311 Costs Without Affecting Serviceshttp://www.afscmeinfocenter.org/blog/2012/06/cities-aim-to-slash-311-costs-without-affecting-services.htm
http://www.afscmeinfocenter.org/blog/2012/06/cities-aim-to-slash-311-costs-without-affecting-services.htm#respondMon, 04 Jun 2012 13:17:21 +0000http://www.afscmeinfocenter.org/2012/06/cities-aim-to-slash-311-costs-without-affecting-services.htmSource: Justine Brown, Government Technology, May 31, 2012 ...But with the recession squeezing city budgets, all expenses are under scrutiny. And 311 systems, despite their popularity with both city managers and constituents, are no exception. Over the past couple of...

…But with the recession squeezing city budgets, all expenses are under scrutiny. And 311 systems, despite their popularity with both city managers and constituents, are no exception. Over the past couple of years, the costs of 311 calls and 311 call centers have received a closer look, and some of the results have been surprising….

…311 of the Future – Three Trends Worth Watching

As technology evolves, new possibilities arise for using 311 systems in more sophisticated, intelligent ways. Here are three trends 311 vendors see developing today and in the future….
1. Mobile Technologies and Social Media
2. Enterprise Approach
3. Integrated 311 and 911
See also:A Work in Progress: Philadelphia’s 311 System After One Year
Source: Pew Charitable Trusts, March 2010

]]>http://www.afscmeinfocenter.org/blog/2012/06/cities-aim-to-slash-311-costs-without-affecting-services.htm/feed025659Trimming the fat — or not — with Lean Six Sigmahttp://www.afscmeinfocenter.org/blog/2012/02/trimming-the-fat-or-not-with-lean-six-sigma.htm
http://www.afscmeinfocenter.org/blog/2012/02/trimming-the-fat-or-not-with-lean-six-sigma.htm#respondMon, 06 Feb 2012 17:03:52 +0000http://www.afscmeinfocenter.org/2012/02/trimming-the-fat----or-not----with-lean-six-sigma.htmSource: Stephen Ursery, American City and County, Vol. 127 no. 1, January 2012 Some governments report savings from the program, others question the results. Related: Irving, Texas, saved millions as a result of Lean Six Sigma (Audio) Source: American City...

]]>http://www.afscmeinfocenter.org/blog/2012/02/trimming-the-fat-or-not-with-lean-six-sigma.htm/feed024770Enactment and Implementation of the National Security Personnel System: Policy Made and Policy Unmadehttp://www.afscmeinfocenter.org/blog/2011/12/enactment-and-implementation-of-the-national-security-personnel-system-policy-made-and-policy-unmade.htm
http://www.afscmeinfocenter.org/blog/2011/12/enactment-and-implementation-of-the-national-security-personnel-system-policy-made-and-policy-unmade.htm#respondWed, 07 Dec 2011 18:38:34 +0000http://www.afscmeinfocenter.org/2011/12/enactment-and-implementation-of-the-national-security-personnel-system-policy-made-and-policy-unmade.htmSource: Douglas A. Brook and Cynthia L. King, Public Administration Review, Volume 71, Issue 6, November/December 2011 (subscription required) From the abstract: This case study reviews the enactment and implementation of the National Security Personnel System (NSPS) in the U.S....

From the abstract:
This case study reviews the enactment and implementation of the National Security Personnel System (NSPS) in the U.S. Department of Defense. Proponents of reform seized the opportunity to enact reform in the aftermath of 9/11, basing their arguments on national security concerns. However, the policy-making process did not produce a consensus for reform among key stakeholders in the personnel management policy community. Instead, the NSPS angered and alienated the Office of Personnel Management, the public employee unions, and a number of congressional Democrats. Implementation of the NSPS became problematic as Defense Department officials attempted to move quickly and independently to get the new system online, eventually forcing the department to put the system on hold. In the end, Congress imposed limits on its implementation, advocates for the system disappeared, and a new president supported the repeal of NSPS. This case provides useful insights into the formulation of future strategies for personnel management reform.

From the abstract:
How have environmental initiatives and “going green” permeated the human resources realm? This article, through a nationwide survey, examines the extent to which cities have incorporated environmentally friendly human resource practices. Results reveal that income, education, environmental awareness and presence of preexisting successful environmental programs have an impact on technical and strategic human resource practices in U.S. cities. This article discusses the implications for public administration.

]]>http://www.afscmeinfocenter.org/blog/2011/12/greening-human-resources-a-survey-of-city-level-initiatives.htm/feed024440Budgeting for Brain Drainhttp://www.afscmeinfocenter.org/blog/2011/10/budgeting-for-brain-drain.htm
http://www.afscmeinfocenter.org/blog/2011/10/budgeting-for-brain-drain.htm#respondThu, 06 Oct 2011 19:31:31 +0000http://www.afscmeinfocenter.org/2011/10/budgeting-for-brain-drain.htmSource: Katherine Barrett and Richard Greene, IBM Center for the Business of Government, October 5th, 2011 ...In an ideal world, we believe, this would be a time when governmental entities would be able to devote more energy than ever to...

…In an ideal world, we believe, this would be a time when governmental entities would be able to devote more energy than ever to the use of analysis to make sure that the limited dollars they have to spend are used most effectively and efficiently. Sadly, our ideal world is far from the one any of us live in. In fact, states and cities seem to be moving in precisely the opposite direction. From coast to coast, the very people who have historically been responsible for this kind of thinking are finding themselves out of work. And it’s far more difficult to run a smarter government if you cut out its brains one budgetary shovelful at a time….

…At its peak in 2002, the California Research Bureau (CRB) had more than 40 staffers. Now it has 16….Just north, in Washington State, the state government has been cutting back funding for its well-respected auditor’s office…Go to just about anyplace that compiles studies of local and state performance or cost-effectiveness, or other reports on government activities and you’ll see the dropoff in production.

]]>http://www.afscmeinfocenter.org/blog/2011/10/budgeting-for-brain-drain.htm/feed024078Hunting for savingshttp://www.afscmeinfocenter.org/blog/2011/08/hunting-for-savings.htm
http://www.afscmeinfocenter.org/blog/2011/08/hunting-for-savings.htm#respondMon, 15 Aug 2011 18:01:06 +0000http://www.afscmeinfocenter.org/2011/08/hunting-for-savings.htmSource: David Yarkin, American City and County, Vol. 126 no. 7, July 2011 New York reforms its procurement practices to maintain services while lowering local government costs...

]]>http://www.afscmeinfocenter.org/blog/2011/08/hunting-for-savings.htm/feed023682The Pains and Pleasures of Restructuringhttp://www.afscmeinfocenter.org/blog/2011/07/the-pains-and-pleasures-of-restructuring.htm
http://www.afscmeinfocenter.org/blog/2011/07/the-pains-and-pleasures-of-restructuring.htm#respondFri, 29 Jul 2011 17:34:32 +0000http://www.afscmeinfocenter.org/2011/07/the-pains-and-pleasures-of-restructuring.htmSource: Katherine Barrett and Richard Greene, IBM Center for the Business of Government, 2011 Big problems call for big solutions. And so, with the states mired in historically unpleasant fiscal times, many have decided they need to go far beyond...

Big problems call for big solutions. And so, with the states mired in historically unpleasant fiscal times, many have decided they need to go far beyond Band-Aid solutions in favor of tourniquets and transplants….But although there’s a real attraction to restructuring government in a variety of ways, it’s not easy. Unless these efforts can actually reduce staff, increase productivity or save money by combining back office operations, it can be like reshuffling the chairs on a leaky boat (we hesitate to use the usual cliché because we don’t really think the federal government or the states are as bad off as the Titanic).
See also:Reorganization Magic

]]>http://www.afscmeinfocenter.org/blog/2011/04/are-cio-led-organizations-endangered.htm/feed022966Special Issue: Special Issue on the Future of Public Administration in 2020http://www.afscmeinfocenter.org/blog/2011/01/special-issue-special-issue-on-the-future-of-public-administration-in-2020.htm
http://www.afscmeinfocenter.org/blog/2011/01/special-issue-special-issue-on-the-future-of-public-administration-in-2020.htm#respondFri, 07 Jan 2011 18:00:43 +0000http://www.afscmeinfocenter.org/2011/01/special-issue-special-issue-on-the-future-of-public-administration-in-2020.htmSource: Public Administration Review, Volume 70, Issue Supplement s1, December 2010 (subscription required) Edited by Rosemary O'Leary and David M. Van Slyke Sponsored by the Phanstiel Family and the Maxwell School of Syracuse University From the introduction: ...Our contributors oﬀer...

Edited by Rosemary O’Leary and David M. Van Slyke Sponsored by the Phanstiel Family and the Maxwell School of Syracuse University

From the introduction:
…Our contributors oﬀer evaluations of progress to date and chart many paths forward that reconceptualize the breadth and depth of government involvement; the multisectoral
engagement in the work of governance; and the organizational, policy, and management changes and tools that might be employed to improve decision making and results, both domestically and internationally…As this special issue of PAR goes to press, one thing is certain: public challenges are not going away. The profession and the scholarly study of public administration, while changing, will not diminish in scope and importance. In 2020, the major forces aﬀecting public administration most likely will include globalism, security threats, aging populations, enormous budget deficits, climate change, environmental pollutants, food distribution disparities, regulatory challenges, workforce issues, and information technology. The jobs of public administrators in local, state, federal, and international organizations in most countries around the world will only become tougher, more complicated, and more challenging. It is safe to say that most public challenges will continue to be larger than one organization can handle, and that public managers will continue to do more with less. Technology will continue to ﬂatten hierarchy, yielding changing views of leadership and management. There will be a greater role for the public, a greater need for collaborative governance, and a greater appreciation for deliberative democracy. Clearly, partnerships are at the heart of the future of public administration in 2020…

Sections include:
– Part I: 2020: The Good, the Bad and the Ugly
– Part II: The Future of Local Government
– Part III: Public Organization of the Future
– Part IV: The Future of Strategic Management
– Part V: Have we missed the Boat on Strategic Planning?
– Part VI: The Past as Prelude: Were the Predictions of Classic Scholars Correct?
– Part VII: The Future of Public Administration as a Scholarly Field

]]>http://www.afscmeinfocenter.org/blog/2011/01/special-issue-special-issue-on-the-future-of-public-administration-in-2020.htm/feed022505What a Hundred Million Calls to 311 Reveal About New Yorkhttp://www.afscmeinfocenter.org/blog/2010/11/what-a-hundred-million-calls-to-311-reveal-about-new-york.htm
http://www.afscmeinfocenter.org/blog/2010/11/what-a-hundred-million-calls-to-311-reveal-about-new-york.htm#respondMon, 29 Nov 2010 17:54:10 +0000http://www.afscmeinfocenter.org/2010/11/what-a-hundred-million-calls-to-311-reveal-about-new-york.htmSource: Steven Johnson, Wired, November 2010 ...Launched in March 2003, 311 now fields on average more than 50,000 calls a day, offering information about more than 3,600 topics: school closings, recycling rules, homeless shelters, park events, pothole repairs. The service...

…Launched in March 2003, 311 now fields on average more than 50,000 calls a day, offering information about more than 3,600 topics: school closings, recycling rules, homeless shelters, park events, pothole repairs. The service has translators on call to handle some 180 different languages. City officials tout a 2008 customer satisfaction survey, conducted by an outside firm, that compared 311’s popularity to other call centers in both the public and private sectors. 311 finished first, barely edging out hotel and retail performance but beating other government call centers, like the IRS’s, by a mile. (At the very bottom of the list, not surprisingly: cable companies.)…The 311 system has proved useful not just at detecting reliable patterns but also at providing insights when the normal patterns are disrupted. Clusters of calls about food-borne illness or sanitary problems from the same restaurant now trigger a rapid response from the city’s health department. And during emergencies, callers help provide real-time insight into what’s really happening.

]]>http://www.afscmeinfocenter.org/blog/2010/11/what-a-hundred-million-calls-to-311-reveal-about-new-york.htm/feed022365State CIO’s Top Ten Policy and Technology Priorities for 2011http://www.afscmeinfocenter.org/blog/2010/11/state-cios-top-ten-policy-and-technology-priorities-for-2011.htm
http://www.afscmeinfocenter.org/blog/2010/11/state-cios-top-ten-policy-and-technology-priorities-for-2011.htm#respondWed, 24 Nov 2010 16:05:42 +0000http://www.afscmeinfocenter.org/2010/11/state-cios-top-ten-policy-and-technology-priorities-for-2011.htmSource: National Association of State Chief Information Officers, October 2010 Each year NASCIO conducts a survey of the state CIOs to identify and prioritize the top policy and technology issues facing state government. The top ten priorities are identified and...

Each year NASCIO conducts a survey of the state CIOs to identify and prioritize the top policy and technology issues facing state government. The top ten priorities are identified and used as input to NASCIO’s programs, planning for conference sessions, and publications.

]]>http://www.afscmeinfocenter.org/blog/2010/11/state-cios-top-ten-policy-and-technology-priorities-for-2011.htm/feed022351Beyond 311http://www.afscmeinfocenter.org/blog/2010/10/beyond-311.htm
http://www.afscmeinfocenter.org/blog/2010/10/beyond-311.htm#respondThu, 14 Oct 2010 20:47:21 +0000http://www.afscmeinfocenter.org/2010/10/beyond-311.htmSource: Ted Hoisington, American City & County, Vol. 125 no. 9, September 2010 Most cities and counties that have started using citizen relationship management systems (CRM) primarily see them as tools for managing information and requests from residents. However, the...

Most cities and counties that have started using citizen relationship management systems (CRM) primarily see them as tools for managing information and requests from residents. However, the technology has broader applications. The following tips point out five ways cities and counties can use CRM technology more broadly in their operations.

From the abstract:
Does the public administration research from the late 1970s and 1980s on managing decline contain useful lessons for today’s Great Recession? Do these studies serve our current research needs? Why has decline continued to be a major focus of research in generic management, but not in public administration? The answers to these questions give some clues as to a possible new, revitalized research agenda for our field. Whereas public administration often viewed organizational decline as a self-contained set of problems requiring remedial action, generic management and sociology research on decline tended to view the topic as part of organizational phases and life cycles, linking decline to growth, stability, and change. Viewing decline as part of the organizational life cycle encourages researchers to take a longer view of organizations and their management, and thus its orientation is more strategic than reactive. Three areas of decline studies are identified as relevant irrespective of sector: (1) implications of decline for human resources management, (2) effects of decline on organization structure and design, (3) the relation of strategy and decline.

]]>http://www.afscmeinfocenter.org/blog/2010/08/hard-lessons-from-hard-times-reconsidering-and-reorienting-the-managing-decline-literature.htm/feed021779The Private Life of Emailhttp://www.afscmeinfocenter.org/blog/2010/01/the-private-life-of-email.htm
http://www.afscmeinfocenter.org/blog/2010/01/the-private-life-of-email.htm#respondMon, 11 Jan 2010 21:25:30 +0000http://www.afscmeinfocenter.org/2010/01/the-private-life-of-email.htmSource: Pam Greenberg, State Legislatures, Vol. 36 no. 1, January 2010 The digital age has complicated the definition of what's a public document. What's public some of the time, private some of the time, and potentially confusing almost all of...

In 2007 nearly 1,000 public defender offices in 49 states and the District of Columbia provided defense services for indigent clients. (Indigent defense services were provided by private attorneys in Maine.) The public defender offices received nearly 6 million cases in 2007, employed more than 17,000 full-time equivalent litigating attorneys, and reported operating expenditures of more than $2.4 billion.

Highlights:
• In 2007, 964 public defender offices across the nation received nearly 6 million indigent defense cases.
• Misdemeanor cases accounted for about 40% of all cases received by state-based public defender offices and about 50% of the cases received by county-based offices.
• Half of all state-based public defender offices had formal caseload limits in place in 2007.
• Total expenditures in public defender offices exceeded $2.4 billion in 2007.

From the abstract:
Notwithstanding the persistence and proliferation of calls to serve “customers,” these relationships incorporate distinctively public priorities and performance expectations–priorities and expectations often shaped by a desire to reduce customer vulnerabilities and prevent seller strategies that are deemed unacceptable. The authors examine these distinctively public relationships–between professionals and clients, guardians and wards, facilitators and citizens, and regulators and subjects. By acknowledging that public administration often involves relationships with multiple constituencies and that opportunities to serve them are bounded by particular legal and institutional contexts, this essay provides a pragmatic account of strategic opportunities to defend public service values.

]]>http://www.afscmeinfocenter.org/blog/2009/12/keeping-it-public-defending-public-service-values-in-a-customer-service-age.htm/feed020717The Perceived Challenges of Implementing the American Recovery and Reinvestment Acthttp://www.afscmeinfocenter.org/blog/2009/12/the-perceived-challenges-of-implementing-the-american-recovery-and-reinvestment-act.htm
http://www.afscmeinfocenter.org/blog/2009/12/the-perceived-challenges-of-implementing-the-american-recovery-and-reinvestment-act.htm#respondTue, 01 Dec 2009 17:56:21 +0000http://www.afscmeinfocenter.org/2009/12/the-perceived-challenges-of-implementing-the-american-recovery-and-reinvestment-act.htmSource: Denise F. Gregory Wyatt, State and Local Government Review, Vol. 41 no. 2, 2009 (subscription required) The intention behind the American Recovery and Reinvestment Act is to stimulate the economy by providing states with specific grants. With the grants...

The intention behind the American Recovery and Reinvestment Act is to stimulate the economy by providing states with specific grants. With the grants comes the need to provide a significant amount of oversight and monitor the grant money as part of the act’s promise to be transparent and show a high level of accountability. This article reviews some of the challenges that states are encountering in implementing these responsibilities including the need to create Web sites, adjust internal accounting procedures, notify potential grantees, and determine when funding will be released to each state.

Most states’ central procurement offices are funded via appropriation, self-funding, or a combination of the two. The 2009 NASPO Survey of State Purchasing Practices indicate that twenty-six (26) of forty-five (45) respondent states have central purchasing functions that are either all or partially self-funded. Some states have begun increasing their use of administrative fees as a method for funding central procurement offices. These fees can be imposed on vendors or on customer agencies depending on the structure of individual states’ fee systems, and are collected in a variety of ways.

]]>http://www.afscmeinfocenter.org/blog/2009/10/administrative-fees-creative-funding-for-central-procurement-in-difficult-economic-times.htm/feed020431Economic Recovery Resource Centerhttp://www.afscmeinfocenter.org/blog/2009/08/economic-recovery-resource-center.htm
http://www.afscmeinfocenter.org/blog/2009/08/economic-recovery-resource-center.htm#respondTue, 25 Aug 2009 15:48:50 +0000http://www.afscmeinfocenter.org/2009/08/economic-recovery-resource-center.htmSource Public Works, 2009 Almost 20% of the $787 billion American Recovery and Reinvestment Act will be spent on improving the nation's infrastructure.The editors of Public Works have assembled a sector-by-sector guide to how much is available and under what...

Almost 20% of the $787 billion American Recovery and Reinvestment Act will be spent on improving the nation’s infrastructure.The editors of Public Works have assembled a sector-by-sector guide to how much is available and under what conditions. The site includes: News & updates, Fleet services, Public grounds and facilities, Solid waste, Streets, roads, and bridges, Technology and equipment, Water, wastewater, and stormwater, and Other resources.

]]>http://www.afscmeinfocenter.org/blog/2009/08/economic-recovery-resource-center.htm/feed020089Rescuing 911http://www.afscmeinfocenter.org/blog/2009/08/rescuing-911.htm
http://www.afscmeinfocenter.org/blog/2009/08/rescuing-911.htm#respondTue, 25 Aug 2009 14:20:53 +0000http://www.afscmeinfocenter.org/2009/08/rescuing-911.htmSource: Anne Phelan, American City and County, August 1, 2009 When residents call 911 for non-emergency help, it's mostly a minor annoyance, but those types of calls during large disasters can jeopardize rescue efforts. To reduce the crush of calls...

When residents call 911 for non-emergency help, it’s mostly a minor annoyance, but those types of calls during large disasters can jeopardize rescue efforts. To reduce the crush of calls flooding into 911 systems, some local governments are using their non-emergency 311 service to manage administrative and informational needs so 911 centers can devote their resources to life-threatening situations.

]]>http://www.afscmeinfocenter.org/blog/2009/08/rescuing-911.htm/feed020073Philly311: Engaging Citizens, Serving Customershttp://www.afscmeinfocenter.org/blog/2009/08/philly311-engaging-citizens-serving-customers.htm
http://www.afscmeinfocenter.org/blog/2009/08/philly311-engaging-citizens-serving-customers.htm#respondTue, 25 Aug 2009 14:14:27 +0000http://www.afscmeinfocenter.org/2009/08/philly311-engaging-citizens-serving-customers.htmSource: Evelina Moulder, International City/County Management Association, 2009 From the summary: Philadelphia set a goal to be a national leader in customer service, and recognized that in order to achieve that goal, it would have to do a better job...

From the summary:
Philadelphia set a goal to be a national leader in customer service, and recognized that in order to achieve that goal, it would have to do a better job of engaging its citizens. Both Mayor Michael Nutter and Managing Director Camille Barnett, an ICMA member, envisioned a 311 system as an essential component to improving citizen engagement and customer service.

The city launched Philly311 in December 2008, which can be accessed by phone, e-mail, Web, or walk-in. Calls are answered 24 hours a day, 365 days a year. Customer service representatives are viewed as ambassadors of the city and have a major role in the relationship between the government and its citizens.

Despite its marketing budget being cut two months prior to the launch, Philly311 received 3,576 calls on its first day of operation, according to the new report Philly311: Engaging Citizens, Serving Customers. High-call volume continues with most calls for information (71%), for referrals to a particular department (14%), and service requests (12%). Citizens have been requesting service related to abandoned cars, street light outages, potholes, vacant properties, exterior maintenance, trash pick up, among other issues. Service requests receive a tracking number so that customers can track progress on the 311 Web site.

We caught glimpses of 311’s powerful future last year in a Harvard report called “311: The Next Wave.” 311 stood at the intersection of individual need, community engagement, and government action. A host of personal digital devices was blazing new trails of connectedness. Networks promised new and more powerful collaboration.

Since our report, a number of new trends have emerged. Pressed for budgets, for example, some jurisdictions are simply rolling back 311 services. But elsewhere cities are smartly holding 311 steady, investing in capabilities which lessen operator workloads. Examples include self-service 311 websites, and “Reverse 311” notifications where a city might make outgoing calls with reminders of on-street parking or sanitation schedules.

]]>http://www.afscmeinfocenter.org/blog/2009/08/the-411-on-311-every-citizen-a-sensor.htm/feed020023The Cloud, the Crowd, and Public Policyhttp://www.afscmeinfocenter.org/blog/2009/08/the-cloud-the-crowd-and-public-policy.htm
http://www.afscmeinfocenter.org/blog/2009/08/the-cloud-the-crowd-and-public-policy.htm#respondFri, 07 Aug 2009 21:51:23 +0000http://www.afscmeinfocenter.org/2009/08/the-cloud-the-crowd-and-public-policy.htmSource: Michael R. Nelson, Issues in Science and Technology, Vol. 25 no. 4, Summer 2009 A new age of more flexible, less expensive, and more secure computing will emerge soon if governments act wisely....

]]>http://www.afscmeinfocenter.org/blog/2009/08/the-cloud-the-crowd-and-public-policy.htm/feed025010Are Public Service Nonprofit Boards Meeting Their Responsibilities?http://www.afscmeinfocenter.org/blog/2009/05/are-public-service-nonprofit-boards-meeting-their-responsibilities.htm
http://www.afscmeinfocenter.org/blog/2009/05/are-public-service-nonprofit-boards-meeting-their-responsibilities.htm#respondWed, 06 May 2009 18:24:41 +0000http://www.afscmeinfocenter.org/2009/05/are-public-service-nonprofit-boards-meeting-their-responsibilities.htmSource: Robert D. Herman, Public Administration Review, Volume 69 Issue 3, May/June 2009 (subscription required) From the abstract: Public service nonprofit organizations have long been "partners" in the delivery of public services. Such nonprofit organizations are governed by boards, typically...

From the abstract:
Public service nonprofit organizations have long been “partners” in the delivery of public services. Such nonprofit organizations are governed by boards, typically composed of citizen volunteers, that are expected to meet substantial standards of accountability and performance. Previous research has raised questions about how well such boards are meeting their responsibilities. A 2007 Urban Institute study, based on the first large representative sample of U.S. public benefit nonprofits, provides important evidence about the extent to which nonprofit boards are meeting certain accountability and performance standards.